|
We are beginning a big expansion programme. Our church is large enough for us to plan community programmes, arts, and other events, and to expand into the church grounds. It is a wonderful vision, but the organisation required is mind-blowing. Do you have any advice?
WITHIN a three-week period I received three enquiries with similar issues. The solution to avoiding chaos is to develop a business plan: a working document that will outline the strategy for achieving your vision through management of building resources and staff, financial practices and accounts. It will, ultimately, enable you to ensure that a multitude of different activities can run at the same time.
A multi-faceted programme in the church will demand a high level of problem-solving. Although the clergy may have had the vision, their primary focus is pastoral, and in order for them to fulfil their particular ministry it is important that there is clarity over the difference between “leader” and “manager”.
A manager will be able to form a programme that adds new activities in an affordable way. Some larger activities may be possible only when money has been accumulated in the bank, or when communication networks have been established to ensure that enough people are informed about, and wish to attend, events.
Practical issues must be addressed. How much caretaking, supervision, and reception work will be needed? Who will establish policies on such issues as security or equal opportunities? How will the calendar and bookings be managed? When you are able to assess the number of staff needed, you can decide whether they should paid or voluntary.
Financial planning is essential. It is possible to go bankrupt by being too successful — that is, by growing too fast for the working capital to keep up, so that bills go unpaid. Management accounts do not need to be complicated, but should show monthly how the business of the church is progressing. This process should, with good budgeting, enable you to see where problems might arise in the future. Adjustments can be made before the situation becomes critical.
Similarly, the business plan will highlight how the new busy church will be governed. The PCC is ideally placed to endorse the vision, but may lack the skills to engage in developing and managing a business plan. Either a formal sub-committee of the PCC, or a church-owned charitable company, if the business includes trading, may be set up. It can then focus entirely on the business of management. It may be possible for the church to co-opt skilled people.
The business plan needs to be regularly updated — especially the financial sections — so that the church knows whether it is financially viable and sustainable. If there is progress on several fronts, the annual objectives set out in the plan will be a measure of how much can be achieved in future years.
Most of all, when there are plans for diverse programmes — some commercial, and some grant-dependent — it is much easier for the church to assess the effectiveness and interdependence of activities, and to plan for continuing growth.
|
back to Features
previous story
|
next story 
